The word "Cheddarisation" threw me when I saw it in the title of an article at Off-Guardian, but having read it, it makes sense.
Once, Britain was a landscape of cheese. There were hundreds of distinct regional varieties, each rooted in a particular place and shaped by local conditions and practices.
These cheeses were not interchangeable. They reflected differences in soil, pasture, climate and animal breeds. Their characteristics shifted with the seasons. They were products of specific environments and the knowledge of those who worked within them. But that diversity has largely disappeared.
Today, most cheese available through mainstream supply chains is standardised. It is consistent in taste, texture and appearance, regardless of where it is produced. Variation has been minimised with predictability the defining feature.
The turning point came during the Second World War. Faced with the challenge of feeding a population under rationing, the British government intervened in food production through the Ministry of Food. One of its key decisions was to consolidate cheese-making into a single, standardised form: Cheddar.
The rationale was practical. Cheddar was durable, transportable and relatively straightforward to produce at scale. In wartime conditions, these qualities made it suitable for centralised distribution. Efficiency took precedence over diversity.
. . .
What occurred in the British dairy sector can be understood as an early example of a wider process: the replacement of complex, localised systems with simplified, standardised ones. For the purposes of clarity, this process might be described as cheddarisation.
Cheddarisation is not confined to cheese. It refers to a more general pattern in which diversity is reduced in favour of uniformity, and local variation is treated as an obstacle to efficiency. Systems are reorganised so that outputs can be standardised, scaled and controlled ... Once a system is simplified enough to be managed from a central desk, the people within that system lose their ability to act outside of it.
There's more at the link.
There are many interesting discussions under each heading. Recommended reading.
Peter
2 comments:
The same concept behind McDonalds and Howard Johnsons. Provide the traveler with a consistent and quality product, no matter where they are. A more modern example would be Starbucks. When I travel this is where I get coffee, even though I never drink it at home. I know what I are getting. It may not be the best, but it isn't the worst either.
Having grown up in the Detroit area in the 1960's, I currently lament the cheddarization of the auto industry. One of the games kids played there and then was to be the first to identify the make and model of vehicles as they came down the street.
I miss back when.
MIlton
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